ITFT-- Supply chain management


Published on

about supply chain management, concepts, importance,drawbacks.

Published in: Education, Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

ITFT-- Supply chain management

  1. 1. What is a Supply Chain?
  2. 2. What is a Supply Chain? A supply chain is the system of organizations, people, activities, information and resources involved in moving a product or service from supplier to customer. Supply chain activities transform raw materials and components into a finished product that is delivered to the end customer.
  3. 3. Supply Chain Supplier Manufacturer Distributor Retailer Customers
  4. 4. A Supply Chain Example… Coke JNJ Kellog P&G GA FL AL TX Kroger Tier 1 suppliers Super market chains State distributors V. Highlands Peachtree Ocean Drive Ft. Laud. Local stores Endcustomer Publix
  5. 5. Supply Chain Management Supply Chain Management is the design and management of processes across organizational boundaries with the goal of matching supply and demand in the most cost effective way. Supply Demand Mission impossible: Matching Supply and Demand
  6. 6. Why so Difficult to Match Supply and Demand? • Uncertainty in demand and/or supply • Changing customer requirements • Decreasing product life cycles • Fragmentation of supply chain ownership • Conflicting objectives in the supply chain • Conflicting objectives even within a single firm • Marketing/Sales wants: more FGI inventory, fast delivery, many package types, special wishes/promotions • Production wants: bigger batch size, depots at factory, latest ship date, decrease changeovers, stable production plan • Distribution wants: full truckload, low depot costs, low distribution costs, small # of SKUs, stable distribution plan
  7. 7. Losing Sight of the Common Objective I'm glad that the hole is not on our side!
  8. 8. Supply Chain Story I On tracing the journey of a part
  9. 9. Supply Chain Story II Philips factory in New Mexico Nokia Ericsson On responding to a supply chain disruption
  10. 10. Supply Chain Story II Philips factory in New Mexico Nokia Ericsson Source: The Resilient Enterprise On responding to a supply chain disruption
  11. 11. Supply Chain Performance Measures •Cost • Total Supply Chain Cost is the sum of all supply chain costs for all products processed through a supply chain during a given period • Inventory Turnover is the ratio of the cost of goods sold to the value of average inventory. • Weeks of inventory is the ratio of average inventory to the average weekly sales •Customer Service • Average Response Time is the sum of delays of ordering, processing, and transportation between the time an order is placed at a customer zone and the time the order arrives at the customer zone
  12. 12. What do these measures mean? • Inventory Turnover: how often the company replenishes inventory. High value of inventory turnover means that the inventory was not sitting around a long time. • Weeks of Supply: how many weeks worth of inventory does the company have on hand. High value of weeks of supply means that the firm has a lot of inventory sitting around.
  13. 13. Inventory Turns Kmart 1998 1999 2000 2001 2002 Inventory $6.367B $6.536B $6.350B $5.796B $4.825B Tot.Revenue $33.674B $35.925B $37.028B $36.151B $30.762B COGS $26.319B $28.161B $29.732B $29.853B $26.258B Net Income $0.518B $0.364B ($0.268B) ($2.446B) ($3.219B) Wal-Mart 1998 1999 2000 2001 2002 Inventory $16.497B $17.076B $19.793B $21.644B $22.749B Tot.Revenue $117.958B $137.634B $165.013B $191.329B $217.799B COGS $93.438B $108.725B $129.664B $150.255B $171.562B Net Income $3.526B $4.430B $5.377B $6.295B $6.671B Source: Matching Supply with Demand: An Introduction to Operations Management, Cachon and Terwiesch Excerpts from financial statements of Kmart and Wal-Mart
  14. 14. Inventory Turns Inventory Turns= 1998 1999 2000 2001 2002 Kmart 4.15 4.34 4.68 5.14 5.45 Wal-Mart 5.70 6.40 6.63 7.01 7.60 Inventory Turns for Kmart and Wal-Mart • Inventory Turns is a common benchmark in retailing • Inventory Turns≈10 for grocery retailers (Safeway, Kroger), ≈1.5 for jewelry (Tiffany), ≈ 4 department stores (JCPenny) COGS Inventory
  15. 15. Inventory Productivity What is the flow rate? COGS Little’s Law: L=λW Inventory Flow Rate Flow Time = x 1998 1999 2000 2001 2002 Kmart 88 days 84 days 78 days 71 days 67 days Wal-Mart 64 days 57 days 55 days 52 days 48 days How long does it takes you to transform a dollar invested in inventory into sales (hopefully profitably) Flow Times for Kmart and Wal-Mart
  16. 16. Wal-Mart’s Phenomenal Success At IPO: $1000 of Wal-Mart shares Became worth $2M + dividends paid in 1993 Wal-Mart: 256 B sales in 2004 =IBM+HP+Dell+Microsoft+Cisco+2 B 86 88 90 92 94 96 98 0 2 4 6 8 10 12 Walmart S&P 500 Walmart's Growth in Shareholders' Equity vs S&P 500 Growth 1987-1997
  17. 17. Wal-Mart: Efficient Supply Chain Procurement Distribution Product Assortment Pricing
  18. 18. Efficient S. Chain: Procurement • In 90s, Wal-Mart began to bypass wholesalers • Expanded private label business (used unbranded suppliers) • Build partnerships with many suppliers • Retail Link: suppliers could access POS and inventory • What are the benefits? • Example: Wal-Mart and P&G partnership (JIT II)
  19. 19. Wal-Mart and P&G Partnership Consumer-Products Giant Helps Huge Retailer Make Specialty Items Mainstream, Jan 31, 2005 Early on, P&G employees, who relocated to Fayetteville to be close to Wal-Mart, called their adopted home Fayette-nam, and often griped about Wal-Mart's demands. Still, P&G and Wal-Mart came up with specific goals. In their first collaboration, Wal-Mart complained that Pampers diapers sat for too long in its warehouses, costing it money. Wal-Mart buyers were shipping diapers from the factory every two weeks. After gaining access to Wal-Mart's sales data, P&G assigned one manager to monitor the data and order just enough Pampers to meet sales but not too much so that the diapers sat in the warehouse.
  20. 20. Efficient S. Chain: Distribution • At the end of 2003: 84 Wal-Mart DCs • DC’s functioned as the hubs in a hub-and-spoke network • Distribution costs accounted for 2-3% of Wal-Mart’s revenues compared to 4-5% for other retailers • Wal-Mart mastered large scale “Cross Docking” • Automation of distribution: RFID technology • Inventory turns were a key measure of the overall performance of the supply chain
  21. 21. Efficient S. Chain: Product Assortment • Stocked mix of nationally branded and private label products • What are the pros and cons of nationally branded and private label products? • Product assortment managed by store ⇒ more variety • What are the pros and cons of offering more variety? • Pro: More variety than competitors ⇒ customer satisfaction • Con: More variety than competitors ⇒ higher costs
  22. 22. Pricing Strategy: EDLP • Wal-Mart: every day low price (EDLP) retailer • What are the advantages of EDLP? • Store managers allowed to match or beat the lowest competing price • What is really allowing Wal-Mart to have lowest prices? How Wal-Mart Got Ready Early, Nov 28, 2005 Another aggressive move: Wal-Mart announced early last week that it would match competitors' prices on promoted items -- even the after-rebate price -- provided Wal-Mart had the identical item in stock. While this isn't a new policy for Wal-Mart, it was the first time the company repeatedly advertised it. "By reminding people we match prices, shoppers will know they don't have to run around." said Mr. [Sonny Littlefield], the Arlington store manager.
  23. 23. Wal-Mart: Market Position • First: Small town rural strategy • Only 55% compete directly with Kmart and 23% with Target • Have displaced small local merchants • Only competition is the Wal-Mart in the next town • Second: Clearly defined competitive position: emphasis on nationally branded products and EDLP • Reinforce EDLP by posting competitors’ prices weekly
  24. 24. Supply Chain Design WHOLESALER AMAZON.COM CUSTOMER INFORMATION INFORMATION PRODUCT PRODUCT Traditional vertically disintegrated channel
  25. 25. Meet Cheap tricks* •Start-up capital: $825,000 •200,000 CD titles available for immediate shipment •No inventory *Forbes, February 21, 2000, 116 Other Retailers:,,, … Other Wholesalers: Baker & Taylor, Ingram, etc.
  26. 26. Supply Chain Design WHOLESALER AMAZON.COM CUSTOMER INFORMATION INFORMATION PRODUCT PRODUCT Traditional vertically disintegrated channel Alliance Entertainment Inc. SPUN.COM CUSTOMER INFORMATION INFORMATION PRODUCT Drop-shipping channel
  27. 27. Drop-Shipping in a Click World* Primary way company fulfills online orders Type of retailer Internet-only Multi-channel (on- line plus brick) From company facility that existed 13.9% 61.5% From company facility that was developed 30.6% 10.3% Drop-shipped 30.6% 5.1% Outsourced 8.3% 17.9% From facility operated by a partner 8.3% 2.6% Electronic fulfillment (software) 5.6% 0% Other 2.7% 2.6% *The state of eRetailing 2000. Supplement to “eRetailing World” March 2000.
  28. 28. Marketing expenditure of the Internet Retailer Marketing budget as % of sales 40.5% 21.4% Brick-and-mortar Multi-channel Pure Internet 5% Where does the money go? Customer acquisition Brand awarenes s Customer retention
  29. 29. Manufacturer Customer Retailer Manufacturer Customer Retailer Distributor Amazon Varsity Books Amazon resellers Barnes & Noble Borders Small Bookstores Dover Supply Chain Alternatives Manufacturer Customer Retailer Manufacturer Customer Retailer Distributor Manufacturer Customer Supply chain cost Manufacturer’s margin Customer acquisition cost
  30. 30. Outsourcing Supplier Question: When should the firm outsource activities? Outsourcing: moving some of the firms internal activities and decisions to outside providers Firm
  31. 31. Outsourcing A firm may outsource some of its activities… … or the whole of it!
  32. 32. Examples of outsourcing • Toshiba has outsourced manufacturing to Solectron • GM has outsourced its interior design to Delphi • Many firms outsource problem solving to McKinsey & Co. • Advertising is often outsourced completely. • Many companies outsource logistics and transportation.
  33. 33. Why do firms outsource? • Organizational reasons - Focus on service - Focus on core capabilities - Transform the organization - Increase flexibility • Operational reasons - Improve performance (quality, productivity, etc.) - Obtain expertise, skill, and technology - Risk management
  34. 34. Why do firms outsource? • Financial reasons - Transfer assets to the outsourcing partner. - Free up resources for investment in other purposes. • Cost driven reasons - Transform fixed costs into variable costs. - Reduce costs through outsourcing partner efficiencies. • Revenue driven reasons - Expand and grow with the help of another organization. - Obtain access to outsourcing partner’s network.